Kristin L. Cullen, Ph.D.
Affiliations: | Auburn University, Auburn, AL, United States |
Area:
I/O Psychology, Organizational ChangeGoogle:
"Kristin Cullen"Parents
Sign in to add mentorDaniel J. Svyantek | grad student | 2011 | Auburn University | |
(Examination of Peer Contextual Performance Ratings in Co-located and Virtual Teams Using the Social Relations Model.) |
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Publications
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Cullen KL, Gerbasi A, Chrobot-Mason D. (2015) Thriving in Central Network Positions: The Role of Political Skill Journal of Management. 44: 682-706 |
Graves LM, Cullen KL, Lester HF, et al. (2015) Managerial motivational profiles: Composition, antecedents, and consequences Journal of Vocational Behavior. 87: 32-42 |
Cullen KL, Fan J, Liu C. (2014) Employee Popularity Mediates the Relationship Between Political Skill and Workplace Interpersonal Mistreatment Journal of Management. 40: 1760-1778 |
Gentry WA, Clark MA, Young SF, et al. (2014) How displaying empathic concern may differentially predict career derailment potential for women and men leaders in Australia Leadership Quarterly |
Haynie JJ, Cullen KL, Lester HF, et al. (2014) Differentiated leader-member exchange, justice climate, and performance: Main and interactive effects Leadership Quarterly. 25: 912-922 |
Cullen KL, Edwards BD, Casper WC, et al. (2014) Employees' Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support, Job Satisfaction, and Performance Journal of Business and Psychology. 29: 269-280 |
Palanski ME, Cullen KL, Gentry WA, et al. (2014) Virtuous Leadership: Exploring the Effects of Leader Courage and Behavioral Integrity on Leader Performance and Image Journal of Business Ethics |
Wang Y, Cullen KL, Yao X, et al. (2013) Personality, freshmen proactive social behavior, and college transition: Predictors beyond academic strategies Learning and Individual Differences. 23: 205-212 |
Gentry WA, Cullen KL, Sosik JJ, et al. (2013) Integrity's place among the character strengths of middle-level managers and top-level executives Leadership Quarterly. 24: 395-404 |